Test 2 Study Guide

Exam II

• 1. Prepare
• 2. Start on Time
• 3. Who is doing what? (facilitator, time keeper, note taker)
• 4. Improving the process�evaluation (what works what doesn�t)

orchestrates team activities, maintains team records, leads improvement efforts, serves as communication link with the rest of the organization

opens the meeting

• 1. reviews agenda
• 2. makes sure someone is taking notes
• 3. moves through the agenda one at a time
• 4. keeps the team focused
• 5. establishes appropriate pace
• 6. facilitates discussions & manages participation
• 7. helps the team use appropriate decision-making methods
• 8. helps team evaluate meeting

• 1. Exploratory
• 2. Narrowing
• 3. Defining

a pool of ideas is generated for consideration form the team�s collective knowledge, experience and creativity. The objective is to develop creative approaches to a task. Includes brain storming and part one of the nominal group technique.

Ideas are examined, evaluated, compared, sorted & organized and winnowed down. Includes affinity diagrams, multivoting and part two of the nominal group technique.

Team selects one option. Includes the simple prioritization matrix, the effort/impact grid and decision-making methods like consensus, voting or decision by the leader.

Generates ideas. Brainstorming, nominal group technique part 1

Affinity diagrams, multivoting, nominal group technique part2

Select the solution for ideas left. Prioritization Matrix, consensus, team leader chooses

People wait their turn to share while others are speaking, which is detrimental to the process.

When the issue is highly controversial

Generates wide variety of ideas from all participants without criticism or judgment.

Uses a series of written surveys to make a decision. Requires large amounts of time.

deals with conflict while avoiding face to face conflict. Document circulated among team members who make comments, edit the document and forward it to other team members. After completing a cycle, the document is re-written and then it re-circulates.

• 1. Brainstorming
• 2. Nominal Group Technique (NGT)
• 3. Affinity Diagram
• 4. Multi Voting
• 5. Effort/Impact grid
• 6. Simple prioritization Matrix
• What are the four basic rules of brainstorming?
• 1. Criticism is forbidden
• 2. Free thinking is encouraged
• 3. Numerous ideas are sought
• 4. Combine and build on the idea of others

Delphi and Ringi

• Matrix that compares ideas or options based on the level of impact of the option and level of effort needed to implement the option.
• 1. Low effort, high impact
• 2. Low effort, low impact
• 3. High effort, high impact
• 4. High effort, low impact

• 1. Everyone understands the decision and can explain why it�s beset
• 2. Everyone can live with the decision
• Discussion is punctuated by round-the-group checks to identify areas of agreement and isolate outstanding issues to be addressed

• 1. Discuss the issues
• 2. Do a check
• 3. If consensus has not been reached repeat steps 1 and 2

• 1. Listen carefully
• 2. Encourage all members to participate fully
• 3. Seek out differences of opinion
• 4. Search for alternatives that meet the goals of all members
• 5. Avoid changing your mind only to avoid conflict
• 6. Don�t just argue for your point of view
• 7. Balance power
• 8. Make sure there is enough time
• 9. Check understanding

Ganntt

Help everyone understand what needs to be done when, and how steps affect other steps

Show how responsibilities for tasks move across areas and describe a plan�s sequence of activities

Method of project scheduling in the initial phases of planning. It is used for mapping task time. (how independent tasks lay over each other)

Activities that signal the beginning of the meeting and allow people to focus on the task at hand

Operational definitions help ensure that no matter who does the measuring, the results are essentially the same

to determine which factors have the most impact on a problem and to pinpoint where a problem does and does not occur.

To show how frequently something occurs

When you need to quickly see where problems cluster

To show the movements of people, materials, documents or information in a process

Deployment Process maps

FMEA helps identify process or product failures (non-value added) and then error-proofing and improving

Highlight opportunities for improvement by separating value-added steps from non-value added steps

• 1. narrow a problem
• 2. detect a change,
• 3. select an improvement strategy
• 4. prioritize
• 5. identify potential causes
• 6. show result

80% of the troubles come from 20% of the problems

• 1. ingredients decay
• 2. new employees hired
• 3. tools and equipment break down
• 4. suppliers make changes
• Common cause variation
• Variation due to large number of small sources of variation (traffic, weather, boarding time, making a bus late).

Variation due to specific circumstances (ne driver, accident stopping traffic, making a bus late)

asking for explanations or making changes based on the individual data point. Tampering can increase the variation in a process by 41%.

• 1. no relationship
• 2. positive relationship�positive slope
• 3. negative relationship�negative slope
• frequency plots= 1 relationship at a time
• scatter plots= 2 relationships at a time

• 1. improving daily work
• 2. problem solving
• Take me through the Six-Word system in the initial stages of problem solving.
• What, why, when, how, where, who

• 1. Project- define the purpose and scope
• 2. Current situation- focus your effort, examine specifics of the current situation
• 3. Cause analysis- look for root causes
• 4. Solutions- analyze, select, and test small
• 5. Results- goals met? Evaluate execution
• 6. Standardization- control and monitor
• 7. Future plans- continuous improvement

• 1. Lack of originality- not a new idea
• 2. Role of consultants- people with rudimentary understanding claim their experts
• 3. Potential negative effective

Defects per Million Opportunities (3.4 defects per million opportunities)

• 1. Define-clear statement of intended improvement & how it will be measured
• 2. Measure-more focused problem statement and baseline process sigma
• 3. Analyze-tested an confirmed theory
• 4. Improve-before/after data nalysis, comparison of the plan to the results
• 5. Control- documentation and training of the new method & a system for monitoring its consistent use

Define, Measure, Analyze, Improve, Control

Examines the relation between driving and restraining forces for change. Increase the driving forces, reduce the restraining forces